PROPOSED INNOVATION TO IMPROVE KNOWLEDGE MANAGEMENT MATURITY LEVEL CASE STUDY: IT DEPARTMENT AT RPX GROUP

• Main Author: Drajat, Mugna
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/79158
• Institution: Institut Teknologi Bandung

Supply chain changes due to the development of online shops and Omni channel sales require logistics companies to continuously expand their service portfolio. Limited resources make RPX as a one-stop logistics service provider conduct strategic collaborations with partners using technology integration to add to the company's service portfolio. Problems arise when project requests for integration and collaboration increase, while the company's human resources are limited so that project documentation is forced to be put aside and prioritize project completion. On the other hand, in the next few years the company's key employees will begin to retire. This raises concerns about knowledge loss in the company. This study aims to determine the level of maturity of knowledge management, determine the current state of management practice and opportunities for improvement, and propose knowledge management innovations that can be done to improve the KM Maturity level of ITD RPX. Based on a review of the literature on knowledge management and the theory of knowledge management maturity level, the study was conducted using quantitative and qualitative approaches. A survey was conducted using APO KM Maturity assessment with ITD employees as respondents. The survey contains 42 questions consisting of 7 categories and each question is worth 1-5 so that the maximum score is 210. Interviews were also conducted with key stakeholders to get more detailed and in-depth information about the implementation of knowledge management in the company. This research shows that the maturity level of ITD RPX knowledge management is at the expansion level with a total score of 130.62. This means that the company has implemented KM but still not in all parts. The categories of people, learning and innovation, learning processes, KM results, and leadership scored below average while technology and processes were above average. This shows that the KM system infrastructure is in place, but knowledge management practices are still low, the culture of learning and knowledge sharing is still low, and there is a lack of support from top management. The results of this research indicate that support from management and establishing a department specifically tasked with handling knowledge management are crucial and the foundation for the running of KM practices in the company. With these two pillars in place, learning management innovation programs such as knowledge mapping, after- action reviews, knowledge portals, and communities of practice are possible.